The emotional intelligence concept first emerged in the 1990s. Emotional intelligence, commonly abbreviated as EI, can refer to an individual's capacity to recognize their feelings and the feelings of others, for motivating oneself, and for managing their own emotions properly in daily relationships. Emotional intelligence includes two areas of categorization incompetence, including social competence and personal competence. Personal competence can further be broken down into three main characteristics, including self-awareness, which can be defined as emotional self-awareness, self-confidence, and accurate self-assessment ( Jordan & Ashkanasy, 2006 ). Self-regulation also means self-control, consciousness, adaptability, innovation, and trustworthiness.
This task presents a professional development program based on emotional intelligence. The proposed incentive program, based on the emotional intelligence management approach, will foster teamwork, strengthen the employees' interpersonal relationships, enhance communication, increase overall company performance and benefit both the bottom-line and the managers ( Sosik & Megerian, 1999 ). These are further expounded on below:
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Emotional intelligence fosters teamwork. An emotionally intelligent person is a leader with the ability to work with others. Emotionally intelligent persons are team players, and their main qualities are healthy conflicts, trust, accountability, and commitment. One of the benefits of teamwork is that it attains a lot more than individuals cannot achieve through simple cooperation
Individuals who correctly understand their emotions and have an unparalleled ability to control them are better at being in a position to express how they feel and also have a better understanding of how others feel. Ability to control emotions, have feelings for other people, and express oneself allows a leader to express communication more effectively and create better and long-lasting relationships both at work and in their daily lives. Therefore, emotional intelligence is an ingredient to succeed at work, in a career, and to achieve personal goals.
EI and Motivation:
Some of the buildings of emotional intelligence include self-perception, self-awareness, ability to improve as an individual, and the ability to understand feelings. Some of these building blocks impacts on the management ability to enhance the employees' performance and job satisfaction. For example, the ability to respect, understand, and accept the employees' strengths and weaknesses is essential in enhancing worker performance. The managers and supervisors can only effectively assign roles to the employees only when they understand the worker's strengths and weaknesses.
Emotional self-awareness is another critical building block for emotional intelligence that can impact on the managers' ability to enhance employee performance and job satisfaction. Negative emotions are known to create conflicts in the workplace. Where a manager fails to manage his or her emotions, then it becomes dangerous to the rest of the employees. Such managers may cause the employees to hold grudges and impact their motivation negatively, which may lead to poor performance.
Motivational Theory
Maslow's hierarchy Motivational Theory would be ideal in influencing members of the organization and help in solving the issue. Maslow identified the five needs that need to be satisfied for individual motivation. Starting from the bottom needs to the upwards needs, they include: physiological, safety, love, belonging, self-esteem, and self-actualization. Maslow's hierarchy of needs is the best for enabling internal motivation as it deals directly with what people need. These are the basic physiological needs, for example, hunger, the need for belonging, and self-actualization (Bratton, Dodd, & Brown, 2011). These needs are what give people the drive to action. This theory brings out the most from your workers as it involves supporting workers in other aspects of their lives when not at work, for example, giving the flexible work hours to enable them to focus on their families and good pay for financial stability. This theory has wide acceptance because it is very simple, and it helps managers in understanding how to motivate workers. This theory is a changing force as the motivation brings one from one level to another.
Leaders known to have use behaviorism are rooted in the 1800s. Edward Thorndike was the first to bring it to effect. This is a process that strengthened behavior by reinforcement. John B. Watson also came up with methodological behaviorism, which explained behavior by measuring visible behaviors and happenings ( Jordan & Ashkanasy, 2006 ) . The leaders that were famous for the use of existentialism like Pascal and Kierkegaard, who were philosophers, claimed that humans are free and are not determined. Humans have a choice of what they do, which in turn makes him what he is to become by finding his way and doing what is required.
EI and Social Skills and Decision Making:
Emotional intelligence is essential in enhancing decision-making for a management team. The world has set very high standards for moral practices. We are judged by what we do both in public and in private. The golden rule has to be our guiding principles in every decision. If businesses become unethical, then problems begin to set in. I believe that when we apply the golden rule, we become better leaders. The moment we begin to think of our benefits without having concern for our brothers, then we begin to lose on moral grounds, and we fail in our ventures.
The golden rule, "Do unto others as you would have then done unto you," is a guiding principle for many. This holds especially true in different career paths. Managers and supervisors in different sectors have to hold on to this rule to impact the customer positively. Leaders must learn to do things and make decisions in consideration to how this decision will impact on others, not just on how it will impact on an individual. Evidence shows that leaders who stand by their people are likely to achieve in the pursuit of making the lives of their people better.
Effective Teams:
Effective teams are what makes a business succeed in what they do. The ability to develop and lead a highly productive team is very important to both small and mid-sized business. To be successful, the people must work together as one, take responsibilities, and work effectively across the company to get jobs quickly accomplished to remain competitive. Effective teamwork is built on the following attributes: clear direction: the organization must have a clear cut path regarding where they are going, their goals and objectives, and the expected outcomes. Honest and open communication: communication is the number one ingredient in any team. How clearly, frequently and openly, a team communicates determines how they perform. A team supports risk-taking, and they experiment for change ( Jordan & Ashkanasy, 2006 ). A team needs to be functional; every member of the team must have a precisely defined role, where they do their best and support the teammates. Other attributes of a successful team include are that the team places a common goal ahead of everything else; the team managers promote differences in opinion, team trust, and collaboration.
Developing Team Dynamics
One of the desirable leadership practice is the ability to lead the way. The trusted and effective leaders must have the respect and credibility from their employees and junior staff members. Respect and credibility are earned through the long-term relationship between the leader and the staff ( Bratton, Dodd, & Brown , 2011) . A leader must be in a position to inspire a vision. The best leaders are those who see things differently from how other people see them. They see how things are happening today, and they can envision a new and different future filled with all kinds of possibilities about the things that will happen.
Reward Systems:
The organization needs to motivate the employees through a reward system, and there is a need for motivating the workers to trust the organization and to start giving their best in their respective fields. Every organization is specifically interested in attracting highly skilled workers in different technical areas, training these workers continue to ensure the employees are equipped with the skills to increase production. Organizations do not just need to hire. They need to attract a diversified workforce that will bring in the required creativity and promote an environment that is accepting of people from different cultures across the globe. Enhancing employee performance through the introduction of new ideas into the business is likely to meet rejection from some employees. This rejection is due to fear of change in the status quo, fear of lack of the appropriate skills, and fear of negative outcomes that may directly impact on the employee.
A happy employee is highly productive. Workers need to be highly motivated to perform highly. Worker happiness can be achieved by introducing a friendly working environment, incentives for performance, reward-punishment program, allowing for creativity amongst the employees, and proper remuneration ( Sosik & Megerian, 1999 ). The worker empowerment policy gears towards promoting a culture of self-drive among the employees to give their best through hard and smart work, through collaboration, innovation, and good relations with the company. Empowerment needs to be long-term through ensuring worker well-fare ad promoting their career through training and furthering their education and enhancing their skills. This policy will work towards motivating the employees to begin working hard and to help them see the organization's objective and let them understand their significance as capital to the company.
References
Bratton, V. K., Dodd, N. G., & Brown, F. W. (2011). The impact of emotional intelligence on
accuracy of self ‐ awareness and leadership performance. Leadership & Organization Development Journal .
Jordan, P. J., & Ashkanasy, N. M. (2006). Emotional intelligence, emotional self-awareness,
and team effectiveness. Linking emotional intelligence and performance at work: Current research evidence with individuals and groups , 145-163.
Sosik, J. J., & Megerian, L. E. (1999). Understanding leader emotional intelligence and
performance: The role of self-other agreement on transformational leadership perceptions. Group & organization management , 24 (3), 367-390.
